The 1001 Year Plan is in essence a contract between Tiiendemanns Group and the global society and between the company and its founding team. I chose the name of this plan for the practical significance for the company of what will happen when we’re successful. The social significance of us being successful means we can proudly say we’re living and doing business on a planet where everyone is experiencing Peace and Prosperity in their lives, living then of course in a thriving bio diverse planet again. As you can read in that screenshot of our mission and vision, we expect to help create that social significant moment for our planet of achieving Peace and Prosperity for all within the lifetime of the founding team.
The practical significance of us being successful means that we’ve helped the global society create the foundation where transgenerational global for-profit organizations can exist to serve the people and the planet for as long as humanity keeps co-existing with nature on this planet, with Tiiendemanns Group becoming one of those transgenerational global for-profit organizations serving humanity and our planet for generations to come. None of us today reading this will live long enough to be able to confirm that TG still exists centuries after it starts, but 1001 years after we start with Tiiendemanns Group our statutes dictate that when we reach that milestone, we will commemorate the 1001 year anniversary of Tiiendemanns Group by issuing the last batch of the statutory common shares that the companies starts with described in their statutes, if all goes well, next year in 2022. These shares will be reserved for the heirs set by my testament. Same as that there will be also for example shares statutory reserved for each term for the Chairperson and the President of the company up till the 1001st anniversary of TG. In regards to my own shares, besides leaving shares for descendants of my family and friends, I also commit to leaving shares for charitable and social causes and/or public institutions.
So in essence, for generations to come, these statutory locked shares maybe will seem like a gimmick to some, but that’s only so long as they’re not and they start representing real recognized value that will be divided in the future between a group of people and some (public) organizations. If you believe that we as a global society don’t stand a chance to start trusting each other, come together and work hand in hand to combat all the collective problems we’re facing, then I’m not even going to try to convince you of the great chances we have to become successful in our mission to help bring Peace and Prosperity in the world, step by step.
One company cannot push the world into establishing Peace and Prosperity on its own, but most companies, non-profit organizations and governments putting their best effort forward, will inevitably result in the majority of the global population embracing the good fight in becoming true guardians of this planet. Getting to Peace on earth is the easier part, establishing Prosperity to all participants in our global society is the hardest part. That requires vested interests to stop the hinderance of income redistribution to the lower earners, and for the wealthy people to more actively and aggressively start sharing their wealth, through paying taxes and giving charitable donations. Pledging to donate 99% of your wealth when you die is a nice, but empty gesture, because by the time you die and your wealth gets (re)distributed, there might not be much livable planet over for us and future generations to enjoy.
This is the reason Tiiendemanns Group is designed as a social-capitalistic company to use its assets and resources not only for its own development and growth, but also to help tackle social causes like deforestation, destruction and pollution of our natural world, homelessnesses and stimulate & help facilitate voluntarism in charitable organizations. This is all done based on the idea that a prosperous society on the long term will do much better for TG’s bottom line than being a big company operating in a global society plagued by social inequality and lost connection to nature. Making our planet a much better place is not only the responsibility of governments and the public sector, but it is a responsibility of every able individual, does not matter if you’re still in school, a stay-at-home-parent, working in the public sector or working in the private sector.
So the idea of releasing a last small batch of shares to heirs of mine so far in the future is not with the intention to make each heir filthy rich, but only to create the opportunity to commemorate the success of the global community in creating a hospitable and thriving planet for every human and non-human. If my hypothesis is right in 1001 years it won’t matter if the then heirs each receive for in that moment in time the equivalent of $1,000,000 or $100,000,000,000 of today’s monetary value worth of shares because everyone on the planet will start their lives having all their basic needs fulfilled, and everyone will have an equal opportunity to educate themselves and achieve their dreams. So the shares would then only be used to accelerate the achievements of dreams that without the money would still be possible, albeit only in a slower timeframe. Same with the institutions receiving the shares then, if all goes well, they wouldn’t need the shares to solve any big societal problems anymore, the shares would only be used to improve the quality of service for the community or to improve the quality of (working)life for their team members.
Concretely you can say that Tiiendemanns Group was born out of the need to have a company in the world (statutory) beholden to the 5P-Formula. The 1001 Year Plan is designed to guide this company working on the believe that the global collective will choose for Peace and Prosperity for everyone, humans and non-humans. The core believe of TG is that companies, like TG, who do the best job of servicing humans and the rest of the planet best will become the global (transgenerational social or stakeholders-capitalistic) organizations that as long as humans are thriving on the planet, if all goes well for millennia to come, will keep operating and developing its services (and products) to keep up with how the global society is adapting towards, while having the trust of the public that they bring value in their (everyday) lives. So the first 1001 years after start of the plan is only the first millennium of many millennia to come for Tiiendemanns Group.
You can find more information about the 5P-Formula, which is based on the Peace and Prosperity Equation that can also be found in the image at the bottom of the page. There is also an image afterwards describing the Life-Formula and the You & Life-Formula which are formulas to describe how the Peace and Prosperity-Equation and the 5P-Formula fit in our lives.
How the 1001 Year Plan started
Just for you to fully understand how this process of mine went, when I started in 2015 I had not thought of any of the names you’re reading of in this blog. Even for “Tiiendemanns” I had different names for the “fiscal entity” that needed to be created to start with these separate business models under one roof and using one founding team. So with me, the “business ideas/models” came before the names. Same as with the 1001 Year Plan. I didn’t start designing what became Tiiendemanns Group with the intention of creating a plan that would need to transcend even my own life. It was during this process and market validation of these ideas that the conclusion came that when done right, in our modern global society, there wouldn’t be a need for Tiiendemanns Group to ever stop its business of serving both individuals and communities in general, together with their (favorite) brands.
When done right, the only real future threats to the continuation of Tiiendemanns Group is the annihilation of the human species, or corruption in the company, especially if present in the management layers. As for the former major future threat, we belong to the group of people that don’t believe we as humans will be so stupid to let this happen. Movies like “Don’t look up” from Netflix paint a bleak future for humanity when we continue with our collective stupidities, but I believe those types of movies are more useful eye-openers than actual predictors of our future. As for the latter major future threat being corruption in the company, to mitigate this threat, we make it a cultural norm within Tiiendemanns Group from the start to teach and keep reminding all our team members about the 5P-Formula©. On top of institutionalizing the 5P-Formula© within Tiiendemanns Group, we will introduce not only “employees committees and advisory boards”, but also “customer committees and advisory boards” in the company.
In 2015 it started with the conclusion that with the limited resources I had and with the limited financial help I could get from e.g. banks, it is too difficult for me to hold organizations properly accountable for the 5P-Formula© to work. With no accountability organizations can (and from experience I know they will) cheat and reap the negative consequences, but in return they can also blame the 5P-Formula© for not being effective. I either needed to find the appropriate resources to take the 5P-Formula© to the next level, or I could buy or start a new company where the team needed to adhere to the 5P-Formula© and make this company the showroom for the 5P-Formula©. Buying a company was actually almost out of the question, as for that I would also be dependent on getting a loan from a bank, so the easiest option for me was to see if I could find a service or product that I see a need in the market for.
During my first brainstorming process I remembered the idea of “metal playing poker chips” that I had a few years back. The subscription model came after I brainstormed how to create a social-capitalistic business models from of selling “metal playing chips” and actually after I came up with the business model of Viisiit. The thing is that, as you can see in the 2nd picture at the beginning of the blog, showing the 1st concept of Tiiendemanns Group (which is not fully accurate anymore), after thinking of the business model of PreciousChips I came up with other ecological or socially sustainable ideas, but all had a major weakness, which where the sales and marketing of them. Digital ads can be very useful to create brand awareness for what you’re offering, but there are some services and products that just cannot be optimally served by digital ads. The epiphany for Viisiit. came when a door-to-door salesperson rang the bell and I realized that not only did the industry never modernized, instead it became even worse as an experience for people in general, both for the salesperson and for the people opening the door for the salesperson. So I designed the services of Viisiit. not only to significantly improve this experience for people, but on top of that to also make it a rewarding experience.
Where do we stand now?
I’ve pondered if I need to delete this blog (http://www.tcpaconsultancy.com/blog/partnership-between-tcpa-consultancy-and-the-tiiendemanns-group) seeing that it now contains outdated information about the partnership between my pass-through company (T.C.P.A. Consultancy) and Tiiendemanns Group. I’ve decided to leave it online, while only adding a disclaimer at the start because it belongs as part of my journey building this social-capitalistic company. In my previous plans it wasn’t possible for investors to acquire a piece of for example Viisiit. directly, they could only invest in the mother company that owns 100% of its subsidiaries. In the old plans I also personally held for a long time the vast majority of the voting power in all the companies. This year I’ve learned that if I want to onboard co-founders who immediately starts with having a sense of ownership in the company I needed to modify my own role in the company and the way the companies work with each other. Luckily I worked with people who brainstormed with me on the most effective structure to achieve this, unfortunately eventually it became clear that they themselves are not suited to be part of the company as cofounders because of among other differences in opinion on the direction for the company and the other commitments they had for other people/companies besides TG. In this blog (https://www.tcpaconsultancy.com/blog/your-idea-of-me-is-not-my-responsibility-to-live-up-to) I’ve wrote my thoughts on what happened and what are the changes we did get to agree on when they were still part of TG.
In regards to the partnership agreement between T.C.P.A. Consultancy and Tiiendemanns Group. Based on conversations I had with the tax authorities during the auditing of my financial administration, I also made some changes to the partnership by eliminating all debts between T.C.P.A. Consultancy and Tiiendemanns Group and link the licensing agreement for the use of the 5P-Formula© to an increase in equity ownership held by Tiiendemans Intellectualis Proprietas B.V.. As you can see in the 6th screenshot down below I will start as founder of TG with 65% ownership in the IP-Holding company, but I won’t personally hold these shares because they will be owned by my private B.V. (Tiiendemans Intellectualis Proprietas B.V.). My private B.V. is set by statute that it is for 51% owned by myself and 49% is owned by T.C.P.A. Consultancy. Seeing that a pass-through company, legally speaking, isn’t its own entity, those shares also belong directly to me, but in the case that I convert T.C.P.A. Consultancy in its own B.V., then I can more easily transfer those shares to the B.V.. To raise our seed funding I’m exploring the option to sell my private B.V. to an investment vehicle outside of the Netherlands, for example to a Delaware Corp, in where I’ll take the majority share in this investment vehicle. In that case, if it’s not possible to add the shares in the statutes under the name of T.C.P.A. Consultancy, I will notarize an agreement to secure the shares belonging to the licensing agreement.
I previously didn’t want to publicly say how many cofounders I was willing to onboard, but seeing the experience I had this year, I can say that I’ve come to realize that even though it is a noble idea to have 5 to 7 cofounders joining the team (my previous target), this amount of cofounders is way too much and only works counter productive for effective decision making and execution of the plans. So the increase in my ownership in the company does not come at the cost of future cofounders, it only means that I won’t be onboarding that much cofounders again.
Furthermore, using a reverse vesting scheme I will personally hold 5% of the IP-Holding company under my own name, with that vesting scheme starting from 12,5 years after incorporation of TG and with the last batch vesting 1001 years after start. So an eventual cofounder would need to live with the fact that they will get a bit diluted in the IP-Holding company 12,5 years after start. If I find cofounders who are also interested in participating in the long term vesting scheme, then that’s something that could be discussed, but I’ve changed the plans to only make myself commit to the long term planning and give the cofounders the freedom to get ownership in the company within a much shorter vesting period.
Because of the new way the companies work together and the new share structure for each company that was designed this year, I won’t receive shares to be able to buy ViisiitCoins with them and the absolute amount of shares being issued also differs from the previous plans. What’s also different is that I will be contracted by Viisiit. to be employed as the 9-Star Viisiitor, and will work as a statutory director for free in the other entities, making the “hourly” deal with T.C.P.A. Consultancy redundant. The structure we’re starting with gives me the opportunity to find for example someone who can become the CEO of Viisiit. to IPO and take that entity public, while as the President/CEO of Tiiendemanns Group I can keep developing and building the organization as a whole. The IP-holding company, as soon as its legally possible we’ll change its company status from a B.V. to a B.V.m, and the intention is to keep that company operating as a private company.
In conclusion, this year was a year of many stress-tests and even changes to the original plan. As disappointing as it was for not being able to incorporate TG this year because of mostly personal and business drama that happened, I wouldn’t change the life & business lessons I received this year for anything. Having gone through the difficult moments this year made me grow as a person and those moments certainly contributed in making the foundation of Tiiendemanns Group become even stronger. I very much look forward to the new year and to materialize the official start of the 1001 Year Plan!
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